pm chapter 06 project scope management
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Project ManagementProject Scope Management
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Project Scope Management
This lecture describes a disciplined, structuredmethod for selectively collecting information to
use through all phases of the project life cycle,to meet the needs of all stakeholders and tomeasure performance against the strategic planof the organization.
The method suggested is a selective outline ofthe project called Work Break down Structure(WBS).
The early stages of developing the outline serveto ensure that all tasks are identified and thatparticipants of the project have anunderstanding of what is to be done.
Once the outline and its details are defined, anintegrated information system can be developedto schedule work and allocate budgets. Thisbaseline information is later used for control.
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Project Scope Management
Project Scope Management is one of the primary function of a
project manager. It includes the processes required to ensure that the project
includes all the work required, and only the work required, tocomplete the project successfully.
Project scope management is primarily concerned withdefining and controlling what is and is not included in theproject.
Project manager should list, in scope statement, what isexplicitly included and what is explicitly excluded .
Enhancements that do not add value are known as Gold Plating and should be avoided.
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Project Scope Management
Scope
My Project
My Problem
Not My Project
Not My Problem
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Defining a project scope sets the stage for developing
a project plan. Project scope is a definition of the endresult or mission of the project a product / service foryour client customer. The primary purpose is todefine as clearly as possible the deliverables for theend user and to focus project plans. As fundamentaland essential as it appears, it is frequently overlookedby project leaders.
Research clearly shows that a poorly defined scope isthe most frequently mentioned barrier to projectsuccess.
50% of the planning problems relate to uncleardefinition of scope and goals. There is a strongcorrelation between project success and clearscope definition. ( A study conducted by Gobeli andLarson involving more than 1400 Project Managers
in US and Canada) .
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Strong correlation exist between project success and
clear scope definition. The scope document directsfocus on the project purpose throughout thelife of the project for the customer and projectparticipants.
Your project scope definition is a document that will bepublished and used by the project owner and projectparticipants for planning and measuring projectsuccess. Scope describes what you expect to deliverto your customer when the project is complete. Yourproject scope should define the results to be achievedin specific, tangible, and measurable terms.
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A clear scope definition:
Ensures you will know when a change in scopeoccurs.
Is the primary prerequisite for development of WBS.
Provides an administrative plan that is used todevelop your operational plan.
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Scope Definition
If the project scope needs to change, it iscritical to have a sound change controlprocess in place that records the change andkeeps a log of all project changes.
The log identifies the change, impact andthose responsible for accepting / rejecting thechange.
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Project Scope Management
In the project context, the term scope refers to
Product Scope Features and functions that characterize a
product service or result. Series of statements and exhibits that define
and describe the attributes of the product theproject is going to provide.
Project Scope
The work that needs to be accomplished todeliver a product, service or result with thespecified features and functions.
Example : Product scope of a software package would define its functions and features, whereas,project scope will define who will write the code, what resources will be needed, etc.
Product scope will be basis of project scope.
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Project Scope Management Processes
Defining specific details related to scope that is necessary for
your project to delivery successfully.
Scope Planning Scope Definition Create Work Breakdown Structure
Ongoing activity related to ensuring that the project is deliveringas per scope.
Scope Verification Scope Control
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Project Scope Management ProcessesProject Human Resource Management
Initiating Planning Executing Monitoring andControl
Closing
ScopePlanning
ScopeVerification
ScopeDefinition
CreateWBS
ScopeControl
Scope Planning creating a project scope management plan that documents how the project scope willbe defined, verified, controlled, and how the Work Breakdown Structures (WBS) will be created and defined.
Scope Definition Developing a detailed project scope statement as the basis for future projectdecisions.
Create WBS Subdividing the major project deliverables and project work into smaller, more manageablecomponents.
Scope Verification Formalizing acceptance of the completed project deliverables.
Scope Control Controlling changes to the project scope.
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Project Scope Management Processes
These processes interact with each other andwith processes in the other Knowledge Areasas well.
Each process can involve effort from one ormore persons or groups of persons based on
the needs of the project.
Each process occurs at least once in everyproject, and occurs in one or more projectphases, if the project is divided into phases.
Although the processes are presented here asdiscrete elements with well-defined interfaces,in practice they may overlap and interact.
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Project Scope Management Processes
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Scope Planning
Defining and managing the project scope
influences the projects overall success. Each project requires a careful balance oftools, data sources, methodologies,processes and procedures, and otherfactors to ensure that the effort expendedon scoping activities is commensurate withthe projects size, complexity, and importance.
For example, a critical project could meritformal, thorough, and time intensivescoping activities, while a routine projectcould require substantially lessdocumentation and scrutiny.
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Scope Planning
The project management team documents thesescope management decisions in the project scope
management plan.
The project scope management plan is aplanning tool describing how the team will definethe project scope, develop the detailed projectscope statement, define and develop the work
breakdown structure, verify the project scope,and control the project scope.
The development of the project scopemanagement plan and the detailing of the projectscope begin with the analysis of informationcontained in the project charter, the preliminaryproject scope statement, the latest approvedversion of the project management plan,historical information contained in theorganizational process assets, and any relevantenterprise environmental factors.
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Scope Planning
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Scope Definition
The preparation of a detailed project scope statement iscritical to project success and builds upon the majordeliverables, assumptions, and constraints that aredocumented during project initiation in the preliminaryproject scope statement.
During planning, the project scope is defined anddescribed with greater specificity because moreinformation about the project is known.
Stakeholder needs, wants, and expectations are analyzedand converted into requirements. The assumptions and
constraints are analyzed for completeness, with additionalassumptions and constraints added as necessary.
The project team and other stakeholders, who haveadditional insight into the preliminary project scopestatement, can perform and prepare the analyses.
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Project Scope Management Processes
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Project Scope Statement
The project scope statement describes, in detail, the
projects deliverables and the work required to create those deliverables. The project scopestatement also provides a common understandingof the project scope among all project stakeholdersand describes the projects major objectives. It also enables the project team to perform more detailedplanning, guides the project teams work during execution, and provides the baseline for evaluatingwhether requests for changes or additional work arecontained within or outside the projects boundaries.
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Project Scope Statement
The degree and level of detail to which the
project scope statement defines what work willbe performed and what work is excluded candetermine how well the project managementteam can control he overall project scope.Managing the project scope, in turn, candetermine how well the project managementteam can plan, manage, and control theexecution of the project.
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Project Scope Statement
Benefits
Allows for more accurate estimates of cost,schedule, resource allocation, anddependencies.
Allows for advanced measuring and controlusing tools such as earned value analysis.
Provide a tool for ensuring that all interestedparties understand what is being produced.
Allows for roles and responsibilities to beassigned.
Can be used to further refine the scopemanagement plan to avoid undesirable
changes.
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Project Scope Statement
The detailed project scope statement includes,either directly or by reference to other
documents: Project objectives Product scope description Project requirements Project boundaries Project deliverables Product acceptance criteria Project constraints Product assumptions Initial project organization Initial defined risk Schedule milestones
Fund limitations Cost estimate Project configuration management requirements Project specifications Approval requirements
Must be signed by you and your customers.
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Project Scope Statement
Constraint
Imposed by others. List and describes the specific project constraints
associated with the project scope that limit theteams options.
For example a predefined budget or any imposeddates that are issued by the customer / performingorganization.
Assumptions Define your limits on the scope. List and describe the specific project assumptions associated with
project scope and the potential impact of those assumptions if theyhave to be false.
Project teams frequently identify, document and validate assumptionsas part of their planning process.
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Create Work Breakdown Structure (WBS)
Deliverable-oriented hierarchical decompositionof the work to be executed by the project team,to accomplish the project objectives and createthe required deliverables.
Organizes and defines the total scope of theproject.
Subdivides the project work into smaller, moremanageable pieces of work, with eachdescending level of the WBS representingan increasingly detailed definition of the project
work.
The planned work contained within the lowest-level WBS components, which are called workpackages, can be scheduled, cost estimated,
monitored, and controlled.
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Create Work Breakdown Structure (WBS)
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Create Work Breakdown Structure (WBS)
Work Breakdown Structure Templates Although each project is unique, a WBS from a previous project can
often be used as a template for a new project, since some projects willresemble another prior project to some extent.
For example, most projects within a given organization will have the sameor similar project life cycles and, therefore, have the same or similardeliverables required from each phase.
Many application areas or performing organizations have standardWBS templates.
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Create Work Breakdown Structure (WBS)
Sample WBS with Some Branches Decomposed Down Through Work Packages
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Create Work Breakdown Structure (WBS)
Decomposition
Subdivision of project deliverables into smaller,more manageable components until the work anddeliverables are defined to the work package level.The work package level is the lowest level in theWBS, and is the point at which the cost andschedule for the work can be reliably estimated. Thelevel of detail for work packages will vary with thesize and complexity of the project.
k kd ( )
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Create Work Breakdown Structure (WBS)
Decomposition
Decomposition may not be possible for adeliverable or subproject that will be accomplishedfar into the future. The project management teamusually waits until the deliverable or subproject isclarified so the details of the WBS can bedeveloped. This technique is sometimes referred toas rolling wave planning .
k kd ( )
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Create Work Breakdown Structure (WBS)
Decomposition
Different deliverables can have different levels ofdecomposition. To arrive at a manageable work effort(i.e., a work package), the work for somedeliverables needs to be decomposed only to thenext level, while others need more levels of
decomposition. As the work is decomposed to lowerlevels of detail, the ability to plan, manage, andcontrol the work is enhanced. However, excessivedecomposition can lead to non-productivemanagement effort, inefficient use of resources, and
decreased efficiency in performing the work. Theproject team needs to seek a balance between toolittle and too much in the level of WBS planning detail.
C W k B kd S (WBS)
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Create Work Breakdown Structure (WBS)
Decomposition
Decomposition of the total project work generallyinvolves the following activities:
Identifying the deliverables and related work
Structuring and organizing the WBS
Decomposing the upper WBS levels into lower level detailed components
Developing and assigning identification codes to the WBS components
Verifying that the degree of decomposition of the work is necessary and sufficient.
C W k B kd S (WBS)
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Create Work Breakdown Structure (WBS)
Approaches to Creating WBS
Using the major deliverables and subprojects asthe first level of decomposition.
Using subprojects, where the subprojects may bedeveloped by organizations outside the project
team.
Using the phases of the project life cycle as thefirst level of decomposition, with the projectdeliverables inserted at the second level.
Using different approaches within each branch ofthe WBS, where test and evaluation is a phase, theair vehicle is a product, and training is a supportingservice.
C W k B kd S (WBS)
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Create Work Breakdown Structure (WBS)
Sample WBS Organized by Phase
C t W k B kd St t (WBS)
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Create Work Breakdown Structure (WBS)
Sample WBS Organized by Using Different Approach
C t W k B kd St t (WBS)
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Create Work Breakdown Structure (WBS)
Partial WBS for Building a House
Build a House
1.0. Design 2.0. Permitting 3.0. Financing 4.0. Construction
1.1. Structure 1.2. Interior 1.3. Landscape
1.1.1. Foundation 1.1.2. Walls 1.1.3. Roof
1.1.1.1. Footing 1.1.1.2. Block Walls
1.1.1.1.1Calculate Load
1.1.1.1.2.Design Reinforcing
C t W k B kd St t (WBS)
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Create Work Breakdown Structure (WBS)
The Work Breakdown Structure The key document generated by the Create WBS process is the actual
WBS.
Each WBS component, including work package and controlaccounts within a WBS, is generally assigned a unique identifier froma code of accounts. These identifiers provide a structure for hierarchicalsummation of costs, schedule, and resource information
Create Work Breakdo n Str ct re (WBS)
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Create Work Breakdown Structure (WBS)
The Organizational Breakdown Structure (OBS)
Provides a hierarchically organized depiction of theproject organization arranged so that the workpackages can be related to the performingorganizational units.
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Create Work Breakdown Structure (WBS)
Bill of Material (BOM)Presents a hierarchical tabulation of the physicalassemblies, subassemblies, and componentsneeded to fabricate a manufactured product.
Create Work Breakdown Structure (WBS)
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Create Work Breakdown Structure (WBS)
Risk Breakdown Structure
A hierarchically organized depiction of the identifiedproject risks arranged by risk category.
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Create Work Breakdown Structure (WBS)
Resource Breakdown Structure A hierarchically organized depiction of the resources by type to beused on the project.
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Create Work Breakdown Structure (WBS)
WBS Dictionary It is used to document project assignments.
The document generated by the Create WBS processthat supports the WBS is called the WBS dictionaryand is a companion document to the WBS.
The detailed content of the components contained in aWBS, including work packages and control accounts,can be described in the WBS dictionary.
Create Work Breakdown Structure (WBS)
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Create Work Breakdown Structure (WBS)
WBS Dictionary
For each WBS component, the WBS dictionaryincludes:
A code of account identifier a statement of work
Responsible organization A list of schedule milestones
Other information for a WBS component can include:
Contract information Quality requirements Technical references to facilitate performance of
the work
Other information for a control account would be acharge number.
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Create Work Breakdown Structure (WBS)
WBS Dictionary Other information for a work package can include:
A list of associated schedule activities Resources required An estimate of cost
Each WBS component is cross-referenced, asappropriate, to other WBS components in the WBSdictionary.
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Create Work Breakdown Structure (WBS)
WBS DictionaryControl Account Id # Work Package # Date of Update Responsible Organization /
Individual
Work Package Description
Acceptance Criteria
Deliverables / Assumptions
Resources Assigned
Duration
Scheduled Milestone
Cost
Due Date
Interdependencies
Before this Work Package After this Work Package
Approved by
Project Manager Dated
Scope Verification
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Scope Verification
Process of obtaining the stakeholders formalacceptance of the completed project scope and
associated deliverables. Verifying the project scope includes reviewing
deliverables to ensure that each is completedsatisfactorily.
If the project is terminated early, the project scopeverification process should establish and documentthe level and extent of completion.
Scope verification differs from quality control in thatscope verification is primarily concerned with
acceptance of the deliverables, while quality control isprimarily concerned with meeting the qualityrequirements specified for the deliverables.
Quality control is generally performed before scopeverification, but these two processes can be performed
in parallel.
Scope Verification
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Scope Verification
It is done throughout the project for each deliverablein the WBS.
You should develop a formal procedure for scopeverification and have a sign-off where everyoneagree that the deliverable is complete.
Define timeline for acceptance of deliverables.
Insist on single set of comments (in case of multipleapprovers) and interim acceptance process.
Scope Verification
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Scope Verification
Scope Verification
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Scope Verification
Inspection
Includes activities such as measuring, examining and verifying todetermine whether work and deliverables meet requirements andproduct acceptance criteria.
Variously called reviews, product reviews, audits and walkthroughs.
Scope verification is done through inspection.
Scope Control
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Scope Control
Project scope control is concerned with influencingthe factors that create project scope changes andcontrolling the impact of those changes.
Scope control assures all requested changes andrecommended corrective actions are processedthrough the project Integrated Change Controlprocess.
Project scope control is also used to manage theactual changes when they occur and is integratedwith the other control processes.
Uncontrolled changes are often referred to as projectscope creep.
Change is inevitable, thereby mandating some type ofchange control process.
Scope Control
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Scope Control
Scope Creep
Many projects suffer from scope creep. Tendency for the project scope to expand over time
usually by changing requirements, specifications andpriorities.
Can be reduced by carefully writing your scopestatement.
A scope statement that is too broad is an invitationfor scope creep.
Can have positive or negative effect on the projectbut in most cases scope creep means added costsand possible project delays.
Changes in requirements, specifications, andpriorities frequently result in cost overruns and delays
Scope Control
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Scope Control
Plan for scope changes. They are inevitable. Reasons maybe:
Actual errors and omissions that are required to allow theproject to meet its objectives.
New regulations Additional requirements discovered after the project has
begun Enhancements that will make the project more
successful.
Manage scope changes
Integrate scope changes deal with impact of change oncost, resources, etc. Update plan, schedule and budget Report to stakeholders on change
Scope Control
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Scope Control
Formal change process should be in place.
Document acceptance change.
Scope Control
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Scope Co t o
Scope Control
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p
Scope Change Request
Requested ChangeDate of Request
Project Name
Business Reason for Change
Scope impact
Schedule impact
Budget impact
Risk impact
Other project impact
Scope Change Request Form
Project Manager
Analysis of Change
Project Impact of Change
Acceptance
Business Sponsor Project Manager
Change Request Log
S. No.
Change Request Log
Change Request Date Status
Status can be initiated, under review, accepted, rejected, etc.
Employing a Project Scope Checklist
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p y g j p
Project scope is a keystone interlocking allelements of a project plan.
To ensure that scope definition is complete youmay wish to use the following checklist.
Project Objective Deliverables Milestones Technical Requirements Limits and Exclusions Reviews with Customers
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p y g j p
Project Objective
The first step of project scope definition is todefine the overall objective to meet customerneeds.
Answers the questions of:
What? When? How much?
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p y g j p
Deliverables
The next step is to define major deliverables the expected output over the life of the project.
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p y g j p
Milestones
Significant event in the project that occurs at apoint in time.
The milestone schedule shows only majorsegments of work.
It represents first rough cut estimates of time,cost and resources of the project.
Milestone schedule is built using thedeliverables as a platform to identify majorsegments of work and an end date.
Should be natural, important control points inthe project.
Should be easy for all project participants torecognize.
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p y g j p
Technical Requirements
More frequently than not, a product or servicewill have technical requirements to ensureproper performance.
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Reviews with customers
Completion of the scope check list ends with areview with customer.
Main concern should be understanding andagreement of expectations.
Clear communication is necessary to avoidmisunderstanding.
Establishing Project Priorities
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One of the primary jobs of a project
management is to manage the trade-offs amongtime, cost and performance.
To do so the project manager must define andunderstand the nature of the priorities of theproject.
They need to have a candid discussion withthe customer and upper management toestablish the relative importance of eachcriterion.
One technique that is useful for this purposeis completing a priority matrix for the projectthat identifies which criterion is constrained ,which should be enhanced , and which can beaccepted .
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Scope Constraint The original parameter is fixed. The
project must meet the completion date,specification and scope of the project or budget.
Enhance Given the scope of the project,which constraint should be optimized? In thecase of cost and time, this usually means takingadvantage of opportunities to either reducecosts or shorten the schedule. Conversely, withregards to performance, enhancing meansadding value to the project.
Accept For which criteria is it tolerable not tomeet the original parameters? When trade-offshave to be made, is it permissible for theschedule to slip, to reduce the scope andperformance of the project or to go over budget?
Cost Time
Quality
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Project Priority Matrix for a Cable Modem
C o n s
t r a
i n t
E n h a n c e
A c c e p
t
Time Performance Cost
Time to market is important to sales, theproject manager is instructed to takeadvantage of every opportunity toreduce the completion time.
In doing so, going over the budget isacceptable.
At the same time, the originalperformance specifications as well as
reliability standards cannot becompromised.
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Developing a decision priority matrix for aproject is useful exercise. It provides a forum for
clearly establishing priorities with customers andtop management so as to create sharedexpectations and avoid misunderstandings.
Matrix is useful for midway in the project forapproaching the problem that must be solved.
However, during the course of the project,priorities may change. Thus customer maysuddenly need the project completed onemonth sooner, or new directives from topmanagement may emphasize cost savinginitiatives.
Project manager needs to be vigilant in order toanticipate and confirm changes in priorities and
make appropriate adjustments.
Scope
Cost Time
Quality
C o n s
t r a
i n t
E n
h a n c e
A c c e p
t
Time Perf. Cost
Creating the WBS
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Once the scope and deliverables have beenidentified, the work of the project can besuccessively subdivided into smaller and smallerwork elements. The outcome of this hierarchical
process is called the WBS.
WBS is the map of the project.
Use of the WBS helps to assure Project
Managers that all products and work elementsare identified, to integrate the project with thecurrent organization, and to establish a basisfor control.
WBS is an outline of the project with differentlevels of details.
Creating a WBS from the scratch is complex task.Project managers should take advantage ofrelevant examples from previous projects to beginthe process.
Typically a group effort is required.
Creating the WBS
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WBS defines all elements of a project in ahierarchical framework and establishes theirrelationship to the project end items.
Think of the project as a large work packagethat is successively broken down into smallerwork packages: the total project is a summation
of all smaller work packages.
Hierarchical structure facilitate evaluation ofcost, time and technical performance at all levelsin the organization over the life of the project.
WBS also provides management with information
appropriate to each level.
relevant stakeholders (most notably customers)should be consulted to confirm agreement andrevise when appropriate.
Creating the WBS
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As WBS is developed, organizational units andindividuals are assigned responsibility foraccomplishment of work packages.
This integrates the work and the organization.In practice, this process is sometimes calledOrganizational Breakdown Structure (OBS).
WBS also makes it possible to plan, schedule
and budget. It gives a framework for tracking costand work performance.
Use of the structure provides the opportunityto roll-up the budget and actual costs of thesmaller work packages into larger work elementsso that the performance can be measured byorganizational units and work accomplishments.
WBS also defines communication channels andassist in understanding and coordinating manyparts of the project.
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Creating the WBS
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Each subdeliverable requires work packages thatwill be completed by an assigned organizationalunit. Each deliverable will be successively dividedin this manner. It is not necessary to divide allelements of the WBS to the same level.
The lowest level of WBS is called the workpackage. Work packages are short direction tasks
that have a definite start and stop point, consumeresources, and represent cost.
Each work package is a control point.
A work package manager is responsible for
seeing that the package is completed on time,within budget and according to specifications.
Work package should not exceed 10 workdays orone reporting period. Otherwise, monitoring pointsshould be established within the duration.
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Each work package of the WBS should be as
independent of other packages of the project aspossible.
No work package is described in more than onesub deliverable of the WBS.
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Creating the WBS
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Each Work Package in a WBS
Defines work (what) Identifies time to complete a work package (how long) Identified a time phased budget to complete a work package (cost) Identifies resources needed to complete a work package (how long)
Identifies a single person responsible for units or work (who) Identifies monitoring points for measuring progress.
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Integrating WBS and OBS
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PC Prototype(1)
Optical(1.1.2)
Hard(1.1.3)
External USB(1.1.1)
Chassis Frame(1.1.3.3)
R/W Head(1.1.3.4)
Circuit Board1.1.3.2)
Motor(1.1.3.1)
Design
Production
Test
Purchasing
Software
Mfg.
O r g .
Vendor S/W Apps.(1.2.)
Mouse, Keyboard,Voice (1.3.)
Disk StorageSybsystem (1.1.)
Microprocessor(1.4)
More
Lowest manageableSub-deliverables
Control A/C 1.1.3.4.1
Work PackagesWP 1.1.3.4.2.1WP 1.1.3.4.2.1WP 1.1.3.4.2.1
(Budget by Period)
See (A)
(A)
One cost accountrefers to multiplework packages.
Control A/C
Control A/C
Control A/C
Control A/C
Control A/C
Control A/C
Integrating WBS and OBS
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Sorted by WBS
Direct Labor Budget (000)
1.1.3. Hard drive $1,660
1.1.3.1. Motor $10Purchasing $10
1.1.3.2. Circuit Board $1000
Design $300Production $400Testing $120Software $180
1.1.3.3. Chassis Frame $50Production $50
1.1.3.4. Read Write Head $600Design $300Production $200Testing $100
Integrating WBS and OBS
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Sorted by OBS
Direct Labor Budget (000)
Design $6001.1.3.2. Circuit Board $3001.1.3.4. Read Write Head $300
Production $6501.1.3.2. Circuit Board $400
1.1.3.3. Chassis Frame $501.1.3.4. Read Write Head $200
Testing $6501.1.3.2. Circuit Board $1201.1.3.4. Read Write Head $100
Purchasing $101.1.3.1. Motor $10
Software $1801.1.3.2. Software $180
Total $660
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Coding the WBS for Information System
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WP Description: Final Version Page: 1 of 1
WP Id: 1.1.3.2. Project: PC Prototype
Deliverable: Circuit Board Date: 7th July 2007
Original Unit: Software Estimator: RMG
WP Duration: 3 work weeks Total Budget : 265
Direct Costs Rate 1 2 3 4 5 Total
Code $ xx / hr. $ 50 $ 30 $ 20 $ 100
Document $ xx / hr. $ 10 $ 15 $ 25
Publish $ xx / hr. $ 5 $ 5
Total Labor $ 50 $ 40 $ 40 $ 130
Materials $ 20 $ 20
Equipment $ xx / hr. $ 50 $ 15 $ 50 $ 115
Total Direct $ 100 $ 75 $ 90 $ 265
Work Package Estimates
Coding the WBS for Information System
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Disk Storage Units($5,160)
Direct Labor Budget Rollup (000)
Optical($3000)
Hard($1,660)
External USB($500)
Chassis Frame($50)
R/W Head($600)
Circuit Board($1000)
Motor($10)
Design($600)
Production($650)
Test
($220)
Purchasing($10)
Software($180)
Mfg.($1250)
O
r g .
( $ 1 6 6 0 )
$300
$400
$120
$180
$10
$50
$300
$200
$100 S u m m a r i z e
b y
d e
l i v e r a
b l e
s
Summarize by organizational units
Process Breakdown Structure (PBS)
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The WBS is best suited for design and build projects that have tangibleoutcomes such as an off-shore mining facility or a new car prototype.
The project can be decomposed into major deliverables, sub-deliverables,further sub-deliverables, and ultimately to work packages.
It is more difficult to apply WBS to less tangible process-oriented projectsin which the final outcome is a product of a series of steps or phases.
Here the big difference is that the project evolves over time with eachphase affecting the next phase.
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I.T. projects typically fall into this category for example creating anexternal website or database system
Process projects are driver by performance requirements, not by plansblueprints. Some practitioners choose to utilize what we refer to as PBSinstead of WBS.
Process Breakdown Structure (PBS)
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PBS for a software development projectSoftware Development
Project
Analysis Design Construct Test RolloutLevel 1Major Phases
Define
UserInterface
Develop
TechnicalDesign
Establish
QualityRequirements.
Develop
DetailedDesign
Level 2
Activities
DefineApplicationArchitecture
DefineProcessing
Flow
Design LogicalDatabaseStructure
DesignSystem
Interfaces
Level 3Activities
Outputs Design Document
Application architecture Application flow Database design End user interface design Workflow diagram
User Documentation Outline
Design Phase Deliverables
Process Breakdown Structure (PBS)
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Instead of being organized around deliverables, the project is organized
around phases.
Each of the five major phases can be divided into more specific activitiesuntil a sufficient level of detail is achieved to communicate what needsto be done to complete that phase.
People can be assigned to specific activities, and a complementary OBScan be created just as is done for the WBS. Deliverables are not ignoredbut are defined as outputs required to move to the next phase.
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Checklists that contain the phase exist requirements are developed tomanage project progress. These checklists provide the means to supportphase walkthroughs and reviews.
As long as exit requirements and deliverables for each phase are well
defined, the PBS provides a suitable alternative to the WBS for projectsthat involve extensive development work.
WBS and Other Processes
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WBS
Budgeting Scheduling Estimating
ProjectControl
Activity List NetworkDiagram
RiskManagement
Staffing
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